Description:

In today’s digital landscape, the ability to withstand and adapt to technological, legal, and sociopolitical disruptions is essential. That’s why we at the Chair of Sustainability and Innovation in Digital Ecosystems are organising a Blended Intensive Programme (BIP) on Digital Resilience in partnership with Vrije Universiteit Amsterdam, Copenhagen Business School and Pavol Jozef Šafárik University.

This BIP is open to all students from Aurora universities. It follows an integrated blended-learning format that combines independent online preparation, an intensive project-focused week on site, and a concluding virtual reflection phase.

Learning Targets:

• Fundamentals of digital resilience
• Individual digital resilience
• Private Sector/Business Digital Resilience
• Public Sector/Institutional Digital Resilience

Upon successful completion, students will be able to: 

• Understand and analyse socio-political, technological, and legal dimensions of digital resilience.
• Gain insights into best practices and concrete examples of digital resilience, drawing on both technological and legal perspectives.
• Apply digital resilience concepts at individual, organisational, and institutional levels.
• Develop innovative solutions for digital disruptions using entrepreneurial, civic, and analytical approaches.
• Collaborate effectively in international, interdisciplinary teams.
• Reflect critically on their learning process and teamwork experience.

Literature:

Literature will be given in class next to video and audio material.

• Boh, W., Constantinides, P., Padmanabhan, B., & Viswanathan, S. (2023). Building Digital Resilience Against Major Shocks. MIS Quarterly, 47, 343–361.
• Kahn, W. A., Barton, M. A., & Fellows, S. (2013). Organizational Crises and the Disturbance of Relational Systems. Academy of Management Review, 38(3), 377–396. doi.org/10.5465/amr.2011.0363
• Komysheva, A., Rothe, H., & Wessel, L. (2026). Entrepreneurial digital resilience in war: Lessons from Ukrainian SMEs. In Proceedings of the 59th Annual Hawaii International Conference on System Sciences. Maui, HI, United States.
• Krishnan, C. S. N., Ganesh, L. S., & Rajendran, C. (2022). Entrepreneurial Interventions for crisis management: Lessons from the Covid-19 Pandemic’s impact on entrepreneurial ventures. International Journal of Disaster Risk Reduction, 72, 102830. doi.org/10.1016/j.ijdrr.2022.102830
• Lindström, N. B., Razmerita, L., Prokopenko, S., & Popovich, N. (2024). Building Digital Resilience in Major Shocks: How Ukrainian Organizations Enact Digital Transformation in Times of War. 6813– 6822. doi.org/10125/107202
• Liu, Y., Xu, X., Jin, Y., & Deng, H. (2023). Understanding the Digital Resilience of Physicians during the COVID-19 Pandemic: An Empirical Study. MIS Quarterly, 47(1), 391–422. doi.org/10.25300/MISQ/2022/17248
• Mitaľ O. and Fečko M. and Ručinská S. (2025). Soft Factors Driving the Resilience of European Cities. Studia Europejskie – Studies in European Affairs, 3/2025, 233-247. DOI: doi.org/10.33067/SE.3.2025.13
• Tim, Y., & Leidner, D. E. (2023). Digital Resilience: A Conceptual Framework for Information Systems Research. Journal of the Association for Information Systems, 24(5), 1184–1198. doi.org/10.17705/1jais.00842
• Van Der Vegt, G. S., Essens, P., Wahlström, M., & George, G. (2015). Managing Risk and Resilience. Academy of Management Journal, 58(4), 971–980. doi.org/10.5465/amj.2015.4004

Methods of Assessment:

The assessment follows Aurora's LOUIS Framework and includes: Team Project & Final Presentation (70%): Problem analysis, solution design, evidence-based justification, teamwork, and presentation quality. Individual Reflection Paper (30%): A 1000–1500-wor

Formalities:

The in-person phase will begin on 18 May 2026 and conclude on 22 May 2026.